Staff Your Stores. Make More Money.

I need help with something.

Please help me understand why companies open retail stores and then skimp on the staffing part. It makes no sense.

It's like getting the keys to your dream house and leaving it needing to be fully furnished. It's like stocking the fridge with delightful sandwich ingredients but not buying bread.

What gives?

"Well, companies have to protect their bottom line, Kit." I hear you saying.

Yes, of course, they do. But why does every cost-cutting measure affect stores? Do you value those people less? Because that's the way it looks. Do you think anyone can run a retail store, so it shouldn't matter if you pull resources? You can just hire someone else, right?

Incorrect.

As retail evolves, executives need to take a look at their stores.

I recently received a DM from a superstar seller who works at an upscale department store. She's been in her position for nine years and generates over one million dollars in yearly sales. She told me she's had 28 new managers in 9 years.

That's three new department managers every year.

What the?

That's A LOT, people. If I had to fill a management position once a year in my store, I would be sweating. I can't imagine doing it three times a year.

There is a clear disconnect here, and I wonder how widespread it is.

I think it's omnipresent, and I'm concerned.

It's a cycle we need to break.

I've been concerned for a while. It's why I do this work. There is often a disconnect between corporate offices and stores. Executives don't always come from the field, so they don't fully understand what retail leaders are up against. Retail leaders want to keep their jobs, so they don't always speak up about issues.

It's a cycle we need to break.

What executives must understand is that retail leaders operate as business owners. They oversee everything from merchandising to staffing to maintenance. Cutting payroll by five or ten hours a week may look good on paper, but it can be detrimental in stores.

That five hours could mean those online orders aren't getting done as quickly. It may mean no one is in the shoe department to help customers. It may mean the store leader cannot get off the floor to write an excellent schedule.

What's the incentive to stay and work hard when companies take and take and take and take? What's the incentive to move up?

Now, what if your dream house was decorated just the way you like? The couch is comfortable no matter where you sit, and the pillows are just right. You make your sandwich for lunch with all the best ingredients - and there is even bread! You're full, you're happy, and you get to relax in your cozy home.

This is how customers feel when the store experience is on point.

Getting the product to the store is only one piece of the puzzle. You still have to merchandise it right and have well-informed sales associates there to talk to people. When associates are focused on:

• Processing online orders
• Pickup in store orders
• Processing shipment
• etc

with not enough people scheduled, the tasks begin to take priority. Corporate can track the metrics on that stuff, so they push pretty hard.

Educating salespeople on how to drop tasks when customers come in is challenging. It's one of the hardest things to learn on the floor. Customer service is diminishing because the tasks are piling up, legacy leaders are fleeing retail, and there is no one there to light the way.

Retail executives operating brick-and-mortar stores (who want to make money) must staff the stores adequately.

Hire leaders who know retail. Pay them well. Give them a runway to go fast by being a partner. Allocate the payroll they need to complete all tasks while maintaining excellent customer service.

When these pieces are all done right, your customer will feel right at home with their favorite sandwich.

Any questions?

Based in Southern California, Kit Campoy is a former retail leader turned freelance writer. She covers Retail, Leadership, and Business. Elevate your leadership and download her free ebook here.